Model-Free Learning of Optimal Beamformers for Passive IRS-Assisted Sumrate Maximization

Although Intelligent Reflective Surfaces (IRSs) are a cost-effective technology promising high spectral efficiency in future wireless networks, obtaining optimal IRS beamformers is a challenging problem with several practical limitations. Assuming fully-passive, sensing-free IRS operation, we introduce a new data-driven Zeroth-order Stochastic Gradient Ascent (ZoSGA) algorithm for sumrate optimization in an IRS-aided downlink setting. ZoSGA does not require access to channel model or network structure information, and enables learning of optimal long-term IRS beamformers jointly with standard short-term precoding, based only on conventional effective channel state information. Supported by state-of-the-art (SOTA) convergence analysis, detailed simulations confirm that ZoSGA exhibits SOTA empirical behavior as well, consistently outperforming standard fully model-based baselines, in a variety of scenarios

Building a Learning Organization

{Excerpt} A learning organization values the role that learning can play in developing organizational effectiveness. It demonstrates this by having an inspiring vision for learning and a learning strategy that will support the organization in achieving its vision. For organizations wishing to remain relevant and thrive, learning better and faster is critically important. Many organizations apply quick and easy fixes often driven by technology. Most are futile attempts to create organizational change. However, organizational learning is neither possible nor sustainable without understanding what drives it. The figure below shows the subsystems of a learning organization: organization, people, knowledge, and technology. Each subsystem supports the others in magnifying the learning as it permeates across the system

Sustainability experiments in the agri-food system : uncovering the factors of new governance and collaboration success

In recent years, research, society and industry recognize the need to transform the agri-food system towards sustainability. Within this process, sustainability experiments play a crucial role in transforming the structure, culture and practices. In literature, much attention is given to new business models, even if the transformation of conventional firms toward sustainability may offer opportunities to accelerate the transformation. Further acceleration could be achieved through collaboration of multiple actors across the agri-food system, but this calls for a systems approach. Therefore, we developed and applied a new sustainability experiment systems approach (SESA) consisting of an analytical framework that allows a reflective evaluation and cross-case analysis of multi-actor governance networks based on business and learning evaluation criteria. We performed a cross-case analysis of four agri-food sustainability experiments in Flanders to test and validate SESA. Hereby, the key factors of the success of collaboration and its performance were identified at the beginning of a sustainability experiment. Some of the key factors identified were risk sharing and the drivers to participate. We are convinced that these results may be used as an analytical tool for researchers, a tool to support and design new initiatives for policymakers, and a reflective tool for participating actors

An architecture for the automated detection of textual indicators of reflection

Manual annotation of evidence of reflection expressed in texts is time consuming, especially as fine-grained models of reflection require extensive training of coders, otherwise resulting in low inter-coder reliability. Automated reflection detection provides a solution to this problem. Within this paper, a new basic architecture for detecting evidence of reflection is proposed that allows for automated marking up of written accounts of certain, observable elements of reflection. Furthermore, three promising example annotators of elements of reflection are identified, implemented, and demonstrated: detecting reflective keywords, premise and conclusions of arguments, and questions. It appears that automated detection of reflections bears the potential to support learning with technology at least on three levels: it can foster creating awareness of the reflectivity of own writings, it can help in becoming aware of reflective writings of others, and it can make visible reflective writings of learning networks as a whole

Police Knowledge Exchange: Summary Report

[Executive Summary] This report draws on research commissioned by the Association of Police and Crime Commissioners (APCC), the National Police Chiefs Council (NPCC) and the Home Office to investigate cultural aspects of knowledge sharing across the police service. The research reviews literature and police perceptions to identify the enablers and barriers to effective knowledge exchange and sharing within and between police forces and police partners, including the public. Data were collected from 11 police forces; 42 in-depth interviews/focus groups and 47 survey responses. The literature-guided analysis identified four core research themes: who, why, what and how we share. Detailed findings are presented in the full report; this summary report presents the core research findings. Recommendations from this study will inform the next phase of activity for the Board. The research identified that cross-force, cross-organisation, national and international sharing relies on a culture supporting individuals who have an independent and reflective sharing approach. A key enabler to police sharing is that, regardless of police rank and role, they all have a strong collaborative nature, through a deep motivation to share, that benefits the wider social community. This collaborative nature is driven by processes that reveal reciprocal benefit and safe sharing, as well as how to effectively ‘get the job done’ and foster professional learning. A key barrier to police sharing is a strong hierarchical culture that does not encourage the independent nature of sharing. Whilst police officers and staff act independently within the confines of their prescribed roles, they rarely independently share beyond this. This hierarchical culture means that innovations in sharing are often initiated or approved top-down and tied to leadership. Hierarchical structures are seen to support a competitive culture combining concepts of risk aversion and blame. The hierarchical culture is also perceived as providing poor clarity on what is of value to share and how to effectively share. There are two key recommendations to overcome this barrier: one long-term and one short-term. Long-term: ‘Become independent sharers’ by changing the nature and culture of the police to encourage this independent nature, so that specific sharing barriers are effectively solved by individuals. Professionalising the police and working collaboratively with academia are steps towards this long-term goal. Short-term: ‘Guide and authorise independent sharing’ by using the hierarchy to scaffold/support and direct police towards effective and approved sharing approaches. This will show the police, through the hierarchy, how and why this independent sharing nature is safe, effective and valued

Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process

Long-term Framework for Electricity Distribution Access Charges

In order to achieve overall economic efficiency, incentive regulation of electricity distribution utilities must address two important and inter-related issues. First, the utilities’ allowed revenues need to be set at correct levels. Second, the access charging mechanism by which the utilities recover the allowed revenues must give the correct economic signals to generation and load connected to the network. This paper is concerned with the latter aspect of regulation. The paper discusses the main economic principles that should form the basis on which a distribution access charging model is developed. The charging model should have a number of attributes: be calibrated to each existing network; contain an asset register; be able to determine assets needed to meet new demand; find least-cost system expansion; compute network losses and handle ancillary services; estimate incremental operating and maintenance costs; be available to users; and be simple enough for external users to understand